A talented CEO and board member, Deirdre Gillespie specializes in such business areas as general management, clinical development, and corporate finance. Dr. Deirdre Gillespie has raised $200 million in equity financing, maintained high corporate governance standards, and overseen SEC reporting and filings.
Through the United States Securities and Exchange Commission (SEC), investors get a clear view of the history and progress of a company. There are several different forms associated with SEC reporting and filings, starting with registration statements, which are filed by all foreign and domestic companies unless they qualify for an exemption. Registration statements consist of the prospectus, a legal document that details how a business operates and provides insight into any investment risk, and additional information, which includes such things as recent sales of unregistered securities. For companies that are private and looking into becoming public, S-1 and S-2 forms, detailing past revenue and current stock owners, are required.
10-K reports and 10-Q reports are also important SEC filings. The 10-K is filed every year within 90 days of the fiscal year’s end, and includes a business summary and financial statements to allow comprehensive analysis of the company in question. Meanwhile, the 10-Q, submitted within 45 days of the end of each of the first three quarters of the fiscal year, includes information about a company’s direction and new developments. For any information not covered in the 10-K and 10-Q, companies must file an 8-K, an unscheduled document that further details companies’ information and may include such materials as press releases.
Deirdre Gillespie, an experienced leader within the private and public life sciences sector, currently serves as the CEO of Invigor Consulting. In this capacity, Dr. Deirdre Gillespie helps pharmaceutical and biotechnology companies with several areas of business, including the development and implementation of strategic plans.
Although there are a number of strategic planning methods that companies can pick from depending on their individuals needs, management style, and industry, there are certain basic elements that all successful plans share. Following are just four elements often found in strategic plans.
1. A mission defines exactly why an organization exists. It details where a company is going and states a clear purpose. The mission also instills a sense of pride among those connected with the company by detailing an inspirational and noble purpose.
2. Value propositions explain the value that individuals provide to the various shareholders within their organization. This section shows why customers continue buying from a particular company, and what shareholders can expect in terms of returns.
3. Detailing the destination points identifies where a company is looking to go within a certain amount of time. Through this process, everyone involved can align their efforts and decide on the best possible changes of course that are needed for success.
4. Integrating programs helps a company identify specific resources and timetables for the strategic process. It links the basic strategic plan with an operations plan and sets up systems for feedback during long-range efforts.
The chief executive officer of Invigor Consulting, Dr. Deirdre Gillespie has overseen the dissolution of numerous public companies. Throughout her career, Dr. Deirdre Gillespie has negotiated settlements with 100 percent of her clients’ creditors (more than 250) for less money than they were owed, which mitigated liability and kept the client from filing for bankruptcy.
Dissolving a company is an important and often difficult decision made by its owners. However, it can provide some benefits, such as halting the growth of debt. Nevertheless, shutting down a company requires the proprietors to take several steps in sequence. Before beginning the process, it is important to check the laws of the state of the company’s incorporation or of its principal place of business for any specific requirements that must be met.
Initially, the owners of a company must vote to shut down the business. Corporations generally detail how many votes are needed to close itself down in its bylaws or other documents, but states also have regulations for entities that fail to set their own policies. Subsequently, the company must file the dissolution paperwork with the state; these documents can usually be found on the secretary of state’s website. Any permits, licenses, or out-of-state registrations must also be canceled.
After dissolution begins, the corporation must tell other parties, including its employees, its customers, and utility providers. The business must also inform its creditors about this change of circumstance because it puts them on notice that the company can no longer incur debt. Without this knowledge, creditors may continue providing supplies or money and can sue for a greater repayment amount.
Dr. Deirdre Gillespie began working in pharmaceutical clinical research in the mid-1980s. In the early 1990s, she started focusing on pharmaceutical business development. Since then, Deirdre Gillespie, M.D., has led several biotechnology and pharmaceutical businesses, among them La Jolla Pharmaceutical Company, where she served as CEO for six years. Dr. Gillespie presently serves as CEO of Invigor Consulting in San Diego, through which she offers operational and leadership advice and services to biopharma businesses.
The global biopharma industry continues to experience a boom in mergers and acquisitions (M&A) in 2014 after the record-breaking activity of the year before. Earlier this year, PricewaterhouseCoopers reported that the pharma industry experienced a $45 billion increase in the value of 2013 M&A deals compared with the previous year. That increase marks a more than 45 percent growth in deal values over 2012, which by all accounts proved a poor performance year for biopharma companies.
In 2014, the biopharma M&A activity shows no sign of slowdown. During the second quarter, news outlets reported that industry deal values reached $93 billion, their highest since 2009. Earlier in the year, Pfizer walked away from a $118 billion offer to purchase AstraZeneca after months of negotiations between the two companies fell through. Had the deal gone through, the merger would have been the industry’s largest. And, as of June 2014, Valeant Pharmaceuticals continues to woo Botox maker Allergan in an offer valued at more than $50 billion.
Invigor Consulting chief executive officer Dr. Deirdre Gillespie advises clients in the pharmaceutical and biotechnology industries on corporate financing, investor relations, general management, and other common issues. An investigator in multiple clinical studies, Dr. Deirdre Gillespie has participated in the entire developmental life cycle of new medications, including bringing them to Phase IV clinical trials in the United States and Europe.
The final part in the clinical trials process, Phase IV occurs after the U.S. Food and Drug Administration or the European Medicines Agency approves the drug or device for consumers. Also known as “post-marketing surveillance trials,” Phase IV trials allow pharmaceutical companies to gain greater knowledge about their products on the open market. They can see how a product compares to similar products, identify its long-term effectiveness, monitor how it interacts with other drugs, and notice potential safety risks.
Moreover, Phase IV trials provide them with information from a greater number of consumers, who represent more varied age ranges and ethnicities than available through the earlier clinical trials. This allows the pharmaceutical companies to further differentiate data based on groups and subgroups and to better understand its applicability to the public. Products have been removed from sale or been given restrictions on use due to Phase IV findings.
San Diego resident Deirdre Gillespie, M.D., oversees and consults biotechnology and pharmaceutical businesses as CEO of Invigor Consulting. A 25-plus-year veteran of the biopharma sector, she previously held senior-level management positions at La Jolla Pharmaceutical Company and Vical, Inc. Today, Dr. Deirdre Gillespie serves as a board member and advisor of IRAD Oncology, Inc., and Apricus Biosciences, Inc.
Biotech stocks reached record highs in 2013, and the industry continues to grow in 2014, with the New York Stock Exchange’s ARCA Pharmaceutical Industry up (in March) more than 21.4% over the previous year. Big Pharma continues its focus on mergers and acquisitions activity as the value of biotech and medical tech business mergers and acquisitions grew more than 20% in 2013.
Another growing biopharma industry trend includes investment in emerging markets. Big Pharma businesses, among them Eli Lilly, Merck, and Pfizer, are all looking to expand their presence in emerging economies, including China and Brazil. Up until recently, the industry largely focused on growth in the United States, Europe, and Japan. However, with this new growth, emerging markets face more scrutiny. For example, investigations into bribery activity in China could stifle continued near-term biopharma growth there.
Dr. Deirdre Gillespie of Southern California has built an accomplished career in developing businesses within the biotechnology and pharmaceutical sectors. Before founding her present consulting firm, Invigor Consulting, she served as president and CEO of La Jolla Pharmaceutical Company for six years. Today, Deirdre Gillespie, M.D., not only provides a number of consulting services, including board management, she has also served as executive chair at IRAD Oncology, Inc., and a board director with Apricus Biosciences, Inc.
An experienced and thoughtful board of directors can play a critical role in carefully guiding and developing a start-up or emerging growth business. However, to achieve this success, the board also requires strategic guidance and leadership from the company’s executive officer. When dealing with a board, a company CEO must keep a few points in mind:
1. Be open and transparent with board members. Maintain open communication with board members, keeping them abreast of all company happenings, from the trivial to the momentous. Remember that, above all, board members want transparency from c-level executives. However, remember that board members care as much about the company as they do about their investment in it.
2. Use board meetings as opportunities. Use them to present your conclusions on the state of the company and to receive advice. Provide members any materials well in advance of meetings so that they can come prepared to offer guidance.
3. Keep it simple. Avoid the jargon and acronyms. Using plain language and spelling out everything for directors will enable better discussion and faster feedback.